Information for top level and front line managers regarding IIP interview and what they can expect.

1. Investors in People
Managers Information Session

2. What is IIP?
Investors in People (IIP) is a nationally recognised framework that
helps organisations to improve their performance and realise their
objectives through the effective management and development of
their people. Successful accreditation against the Investors in
People Standard is the sign of a great employer, a performing place
of work and a clear commitment to sustainability.
At the heart of Investors in People is a simple assessment
framework which reflects the best practices in high performance
working.

3. Why do they want to talk to me?
The job of the Investors in People Assessor is to see if the company meets the
minimum required standards in order to maintain our SILVER award.
For obvious reasons they cant just take the word of the company that yes we have
these things in place (or else anyone and everyone would have the award). So who
better to speak to than the managers and frontline staff.
The feedback that is received from you will assist Terry Jones (the IIP Auditor), in
completing his assessment and making his decision.

4. What can I expect?
You do not need to be worried. It is not like a job interview were you must
"perform" to a given standard., likewise it is not a test. The assessors will be asking
you about your experiences and feedback.
The interview will last between 30-45 minutes, however if you have lots of
information to give at the meeting, additional time will be made available.
The style of questioning is open ended which is designed to encourage you to speak
freely. For example.
• Describe the role of your job.
• How do you plan within your job role?

5. Indicator 1
Top level managers ensure
• the organisation has a clear purpose and vision, a strategy for improvement and a
business plan with measurable performance objectives.
• the organisation has a clear set of core values that support its purpose and vision.
• the organisation’s strategy is developed through the involvement of managers,
people, stakeholders and other sources.
• the organisation has key performance indicators to improve its performance.
Managers can Describe
• how they involve staff when working towards the organisation’s business plan and
when agreeing team and individual objectives.
• Pathway Group’s core values and how they relate to the way they are expected to
manage.
• how they are involved in developing the organisation’s strategy.
• the key performance indicators they use to improve their teams performance.

6. Indicator 2
Top managers can describe and explain
• Pathway Group’s learning and development needs, the plans and strategies in place
to meet them, how these link to achieving specific objectives and how the impact
will be evaluated.
• how innovative and flexible ways of developing people are identified and how these
are included in the organisation’s learning and development strategy.
• how they have created a culture that encourages continuous learning
Managers can describe and explain
• plans they have in place to build their team’s capability to contribute to achieving
the organisation’s vision.
• how they involve people in identifying the learning and development needs of their
team. how they take account of people’s different learning styles .
• how they act as a role model for continuous learning.
• how team learning to achieving specific team objectives is planned and how the
impact will be evaluated

7. Indicator 3
Top managers can describe
• strategies in place to create an environment where everyone is encouraged to
contribute ideas to improve their own and other people’s performance.
• Strategies in place to make sure everyone has appropriate, fair and equal access to the
support they need to learn and develop to will improve their performance and how
they ensure this in enforced.
• strategies in place to make sure recruitment and selection meets the needs of the
organisation and is fair, efficient and effective.
• strategies in place to promote equality and manage diversity in the workplace.
• how they have created an environment where giving and receiving constructive
feedback is valued.
• how the organisation’s structure is designed to achieve its strategy and make the most
of people’s talents.
• how the organisation’s recruitment and selection strategies are linked to its business
strategy
• how the organisation’s equality and diversity strategies are linked to its business
strategy and applied throughout the organisation.

8. Indicator 3
Managers can describe
• how they make sure recruitment and selection is fair, efficient and effective.
• how they value people’s differences and how they are effective in promoting equality
and managing diversity in the workplace.
• how they encourage people to give and receive constructive feedback.
• how they make sure people are given the opportunity to make the most of their talents
within the organisation.
• how they play an important role in recruiting and selecting people with values that
match the organisation’s values.
• how they value diversity and create an environment where people can use their unique
talents and achieve their potential.

9. Indicator 4
Top managers can describe
• Top managers can describe the knowledge, skills and behaviours managers need to
lead, manage and develop people effectively, and the plans they have in place to
make sure managers have these capabilities.
• how the organisation’s leadership and management strategy is linked to its business
strategy and takes account of external good practice.
• how they encourage all staff to develop leadership capabilities.
Managers can describe
• the knowledge, skills and behaviours they need to lead, manage and develop people
effectively.
• how they encourage everyone to develop leadership capabilities.
Managers can confirm
• that they are provided with the help they need to develop the capabilities.

10. Indicator 5
Top managers can describe
• how they act as role models when demonstrating leadership and management
capabilities
• how they act as role models when working as a team and sharing knowledge.
• how they act as role models for inspirational leadership and have an open, honest
and trusting management style.
Managers can explain
• how they lead, manage and develop people in line with the organisation’s values.
• how they encourage people to work together and share knowledge.
• how they make sure people receive information, advice and guidance to help
them plan and develop their career.
• how top managers inspire them to lead, manage and develop people effectively.
Can give examples of
• how they give people constructive feedback on their performance regularly and
when appropriate.
• how they themselves act as inspirational leaders.

11. Indicator 6
Managers can describe
• how they reward and celebrate individual and team successes and achievements.
• how they encourage people to recognise the contribution their colleagues make to
the organisation.
Managers can give examples of
• how they recognise and value people’s individual contribution to the organisation.
Managers understand
• what motivates their people and take account of this when recognising and rewarding
them.

12. Indicator 7
Top managers can describe
• how the organisations internal communication systems encourage
knowledge and information to be shared throughout the organisation.
• how consultation and involvement is part of the organisation’s culture.
• how they have created a culture where people aim for continuous improvement.
Managers can describe
• how they promote a sense of ownership and responsibility by encouraging people
to be involved in decision-making.
• how they make sure people receive the support they need to make decisions that
affect the performance of individuals, teams and the organisation, at a level that is
appropriate to their role.
• how they encourage the knowledge and information to be shared throughout the
organisation.
Managers can give examples of
• how they have created an environment where people aim for continuous
improvement and openly challenge the way the organisation works in order to
improve performance.

13. Indicator 8
Top managers can describe
• the flexible way Pathway Group develops people, using innovative and cost-
effective solutions that meet learning and development needs.
• how they make sure mentoring opportunities are available.
Managers can describe
• how they make sure staff training needs are met.
• how they provide training opportunities for staff to achieve their full potential.
• how learning and development achievements are celebrated.
• how they support people in their personal development activities and encourage
them to broaden their knowledge and skills through learning.

14. Indicator 9
Top managers can explain and describe
• the organisation’s overall investment of time, money and resources in learning
and development.
• how learning and development has improved the performance of the
organisation.
• how the evaluation of their investment in people is used to develop their
strategy for improving the performance of the organisation.
• the impact of their investment in people on achieving key performance
indicators.
Managers can give examples of
• improvements in the performance of individuals, their team and the
organisation as a result of people management activities.
• how learning and development has improved the performance of their team and
the organisation.

15. What happens afterwards?
Once the last interview has been completed on the last day of the
assessment (26th January), the IIP Auditor, Terry Jones, will take some time
in order to check his findings against the criteria matrix. Once he has
completed this he will be able to make his decision as to whether or not
we have maintained our award.
He will then meet with Saf, Alan and Cathy to feedback his “overall”
findings and to inform of the result.
This feedback will then be passed out to staff ASAP

16. Any Questions?
If you think of any other questions after this session, just drop me a call
or email.
Thankyou for your continuing support